Beruflich Dokumente
Kultur Dokumente
may 2008
Why multinationals
struggle to manage talent
A survey shows a strong correlation between financial performance and best
practices for managing talent globally.
Article
at a
glance
Global corporations are struggling to manage their talent effectively, new McKinsey research
shows.
A survey of some very well-known multinationals reveals barriers to achieving cultural
diversity, to establishing globally consistent HR processes, and to promoting mobility
between countries.
The findings show a strong correlation between financial performance as measured by
profit per employee and companies that achieved the best scores on a survey of their globaltalent-management practices.
Perhaps the most provocative finding from the research was the relationship between
financial performance, as measured by profit per employee,1 and ten dimensions of
global talent management. Companies scoring in the top third of the survey (when
all ten dimensions were combined) earned significantly higher profit per employee
than those in the bottom third (Exhibit 1). The correlations were particularly
striking in three areas: the creation of globally consistent talent evaluation processes,
the management of cultural diversity, and the mobility of global leaders. Companies
achieving scores in the top third in any of these three areas had a 70 percent chance o f
achieving top-third financial performance (Exhibit 2). Companies scoring in the
bottom third of the survey in these three areas had a significantly lower probability
of being top performers, particularly if the company had inconsistent global talent
processes. Although providing no evidence of true causality and lacking a
longitudinal perspective, the strong associations between company financial
performance and these global-talent-management practices strengthen our belief
that these are important areas on which businesses and HR leaders should focus
their attention.
EX HI B IT 1
The payoff
EX HI B IT 2
Best practices
that those with top managers and promotion systems that actively encourage their
people to gain international experienceand provide managers with incentives to
share their talent with other unitswere roughly twice as likely to have effective
global mobility practices than those that dont (Exhibit 3).
EX HI B IT 3
Standing out from the crowd
See Lowell L. Bryan, The new metrics of corporate performance: Profit per employee, mckinseyquarterly.com,
February 2007.